M. Čuček, S. M. Kač 165-180 IN SECTOR ...

ORGANIZATIONAL CULTURE IN LOGISTICS SECTOR AND ITS RELATION TO EMPLOYEE SATISFACTION*

Mateja Čuček** Sonja Mlaker Kač***

Received: 24. 4. 2020 Preliminary Accepted: 24. 11. 2020 UDC 005.1:331.101.32](497.4) DOI: https://doi.org/10.30924/mjcmi.25.2.9

Abstract

The aim of this research was to analyze or- also confirm that type of organizational -cultu ganizational culture and the impact of different re influences the satisfaction of employees. The types of organizational cultures on employee clan and hierarchical type of organizational cul- satisfaction in the Slovenian logistics sector. ture are dominant in Slovenian logistics sector. Logistics is a -oriented sector and, there- Employees prefer the clan culture which, accor- fore, the impact of employee satisfaction on the dingly, also leads to more employee satisfaction. quality of logistics service is even more important It can be argued that employees in Slovenian than in general. For the purpose of research, we logistics sector are the most dissatisfied with the conducted a quantitative survey, which combined type of culture. the OCAI survey for the determination of orga- nizational culture and the survey of employee Keywords: organizational culture, employee satisfaction. The research results showed that or- satisfaction, organizational culture typology, ganizational culture in Slovenian logistics sector OCAI has an impact on employee satisfaction. We can

1. INTRODUCTION systems of meaning, values, and action from anthropology to The term “organizational culture” (Ashkanasy et al., 2000). Over time, schol- began to attract attention in the 1980s, ars and business leaders have found that through Pettigrew’s articles, Hofstede’s and culture in an is a key compe- Schein’s books. Prior to that, culture was tency that brings greater efficiency, differen- a domain of anthropology, so one can say tiation between companies, and competitive that the study of organizational culture in- advantage (Zhang and Li, 2013). troduced a holistic approach to considering

* This paper is based on the master’s thesis entitled Organizational culture in Slovene logistics companies and its impact on employee satisfaction (https://dk.um.si/Dokument.php?id=136234), written by the first author, Mateja Čuček (under supervision of second author Sonja Mlaker Kač). ** Mateja Čuček, Teaching Assistant, Faculty of Logistics, University of Maribor, Mariborska cesta 7, 3000 Celje, Slovenia, E-mail: [email protected], ORCID: https://orcid.org/ 0000-0002-6346-4123 *** Sonja Mlaker Kač, PhD, Assistant professor, Faculty of Logistics, University of Maribor, Mariborska cesta 7, 3000 Celje, Slovenia, E-mail: [email protected], ORCID: https://orcid.org/0000-0002-2806-460X

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Results of many studies, from different companies, the clan culture is dominant sectors, show that there is a significant cor- (Kampf et al., 2018). relation between organizational culture and employee satisfaction (Davoodalmousavi, 1.1. Organizational culture 2013; Habib et. al., 2014; Qazi, Saleh Miralam and Bhalla, 2017; Lund, 2003; A number of authors have attempted a Sabi, Ilyas and Amjad, 2011; Belias and definition of organizational culture, with Koustelios, 2014). In their review article of some being considered in this section. Zajec organizational culture and job satisfaction, and Roblek (2011) note that some authors Belias and Koustelios (2014) note that en- like to compare the phrase to an individual hancing perceived support and increasing personality, mainly because the variability job satisfaction can reduce the harmful con- of the organizational culture itself allows sequences of burnout and other aspects of for numerous definitions. One of the well- job-related stress. Results also indicate that, known definitions of organizational culture in many cases, there is a significant differ- is “how we do things here” (Lundy and ence between the existing and the organi- Cowling, 1996). Hofstede et al. (2010) de- zational culture, preferred by the employ- scribed organizational culture as a collec- ees, with the existing one, usually, being tive programming of the mind that differen- the hierarchy culture and the preferred one tiates employees in different . - the clan culture (Belias and Koustelios, On the other hand, Schein (1985) believes 2014; Lund, 2003; Sensuse, Cahyaningsih, that organizational culture is a model of the and Wibowo, 2015; Belias et. al, 2015). common fundamental assumptions that em- Research also shows that organizational ployees of an organization learned, while size is significantly related to organizational solving problems of external adaptation culture (Amah and Nwuche (2013); Zeng and internal integration, that worked well and Lou (2012). In our research, we wanted enough to be considered valid. Therefore, to find out how organizational culture influ- new employees acquire it as the right way ences employee satisfaction in the logistics to perceive, think, feel and solve problems. sector. Kroeber and Kluckhohn (1952) perceive Waters (2003) defined logistics as a culture as a structure of behavioral patterns function, responsible for the flow of mate- that are acquired and transmitted through rials, from suppliers into an organization, symbols and represent the unique result through operations within the organiza- of people, working in an organization. tion, and then out to customers. Therefore, Ogbonna (1992) suggests that the result of the study included companies, dealing with an organizational culture, where different logistics processes in Slovenia. Similar re- individuals are brought together in a com- search, conducted within other national munity, are the values, norms, beliefs, and contexts, have shown that, in Slovak lo- habits that an individual shares with other gistics enterprises, the prevailing organi- employees in the organization. Namely, or- zational culture is hierarchical, i.e. based ganizational culture refers to the pattern of on adherence to exact rules, procedures, or beliefs, values, and learned ways of cop- directives (Ližbetinová’s et al., 2016); in ing with experiences that have evolved in Turkish logistics industry, the market and an organization’s history and are usually cultures are dominant (Acar, reflected in its material arrangements and 2012); while, in large German employee behavior (Brown, 1998). Tavčar’s

166 Management, Vol. 25, 2020, No. 2, pp. 165-180 M. Čuček, S. M. Kač: ORGANIZATIONAL CULTURE IN LOGISTICS SECTOR ...

(2006) opinion is that culture is related to clan culture, because it represents a family the values that a sufficiently high proportion type of organization and a friendly work of employees in the organization have inter- environment. Employees share stories from nalized. In addition to these shared values, their private lives and the focus is on loy- employees have their specific, individual alty and tradition. The organization attaches ones that are not part of the organizational great importance to customer sensitivity culture. Culture remains a kind of an organ- and care (Soares et al., 2018; Cameron and izational equivalent to the personality of an Quinn, 2011). individual, which applies to organizations, as well. Organizational culture determines Adhocracy type of culture is oriented many other aspects of an organization, and towards creativity. The company leader- it, certainly, exercises significant influence ship involves innovators, visionaries, risk- on all of its developments (Tantegel and takers, and entrepreneurs. Following the Kralj, 2011). belief that innovation, vision, and constant change ensure efficiency. The most -impor tant values are innovative results, changes, 1.2. Organizational culture types by and agility. The adhocracy type of culture Cameron and Quinn is characterized by a dynamic, entrepre- According to Cameron and Quinn neurial, and creative workplace. The or- (2011), whose research is used as a starting ganization is characterized by a tendency point for this study, culture defines the core to experiment, as it wishes to be the first values, assumptions, interpretations, and to launch new products or services. It is a approaches that characterize an organiza- success for the company to produce unique tion. They have developed one of the new- and original products. Such an organization est models of organizational culture types, is open to change and new challenges, pre- in which two dimensions are used to clas- pared to quickly respond to environmental sify the culture into four types. Considering trends. The long-term focus is on the rapid two dimensions: stability vs. flexibility and growth of the company and the acquisition internal focus vs. external position, they of new capabilities. The organization pro- have created a model that describes four motes individualism and personal freedom types of culture: clan, adhocracy, market, (Armstrong Persily, 2013, p. 98; Cameron and hierarchy, which are discussed in this and Quinn, 2011). chapter. Market type of culture is oriented to- Clan type of culture is focused on col- ward competition. Leaders are hard manag- laboration. Managers are moderators, men- ers, rivals, and producers. The company’s tors, and team creators, or even parental management is oriented towards an aggres- characters. They care about employees and sive, demanding, and unyielding approach. work together as an extended family, with a The most important values are market focus on teamwork and consensus. Values share, goal achievement, and profitability. in an organization with a clan culture rep- Organizations with a market culture believe resent dedication, communication, and de- that aggressive competitiveness and cus- velopment. Such organizations think that tomer focus brings efficiency. Their major human resources development and high concern is work. The focus is on business commitment are effective. This type of- or outcomes, , and competitive per- ganizational culture is referred to as the formance of the company, which wishes to

167 Journal of Contemporary Management Issues be the market leader, when market share job experience (Locke, 1976). Satisfaction and penetration are considered. Their long- can, also, be considered an indicator of term goal is to emphasize competitive ac- emotional stability or psychological health. tion and the achievement of measurable Second, the cost perspective is that employ- goals. (OCAI online, 2019; Cameron and ee satisfaction can affect their work, which Quinn, 2011). is reflected in the organizational perfor- mance, although satisfaction can be derived The hierarchy type of culture empha- from performance, as well. Differences in sizes the importance of stability and con- satisfaction that are perceived by different trol, with a high level of internal focusing. departments can indicate potential organi- Uniformity, coordination, internal efficien- zational problems, which justifies actions to cy, close adherence to rules, and regulations correct employee dissatisfaction, regardless are the values, important in this type of cul- of the type of concern. Satisfaction assess- ture (Roh et al., 2008). Efficiency is ensured ment is a common activity in many organi- by high level of . Formalized and zations, where management believes that structured work environment is, also, im- employee well-being is important (Spector, portant for the hierarchy culture. Employee 1997). responsibilities are determined by proce- dures, while the effective leadership is fo- According to Mihalič (2008), employee cused on coordination and organizing. In satisfaction represents the positive emo- the long run, stability, predictability, and tional state of an individual, which is, in efficiency are important to the company, turn, result of the perception of work and which provides secure employment and the work environment, i.e. the way the el- predictability to employees. Employees are ements of work and the workplace are ex- connected by formal rules and company perienced. The concept can be imagined as , due to the need of the organization a positive feeling that employees have at to operate smoothly and efficiently. Timely work, a feeling evoked when thinking about times and accuracy at low-cost de- work, co-workers, working environment, livery and operation are important (OCAI and other work-related factors. online, 2019; Cameron and Quinn, 2011). Since logistics is a service-oriented sec- All four types of organizational cul- tor, we can claim that employee satisfaction ture have their specifics and it cannot be (as related by working environment, co- claimed that one is preferable. However, workers, feelings about and at work, etc.) not all of them are appropriate for all types among employees have an even bigger im- of organizations. pact on the quality of the service performed.

1.3. Employee satisfaction There are several reasons why organiza- 2. METHODOLOGY tions invest in employee satisfaction. First, the humanistic perspective is that people, in 2.1. Methodological framework general, deserve to be treated fairly and re- A survey was conducted among the em- spectfully. Employee satisfaction is a reflec- ployees of the logistics sector in Slovenia. tion of the good treatment of employees and According to the Standard Classification the pleasant emotional state, resulting from of Activities, we searched for companies, an individual’s appreciation of their own

168 Management, Vol. 25, 2020, No. 2, pp. 165-180 M. Čuček, S. M. Kač: ORGANIZATIONAL CULTURE IN LOGISTICS SECTOR ... engaged in , trade, transpor- the statement that they feel is most simi- tation, and warehousing in the Slovenian lar to their company, and less or no points business register bizi.si. These categories to the statement that they feel is the least of companies were selected, as their opera- similar to their company. In the second part, tions are closely related to logistics, being respondents are asked to assign the high- entirely or partially engaged in the procure- est number of points to the statement that ment, production, , after-, they feel is the most desired or preferred, or relieving logistics. We contacted compa- and less or no points to the statement that nies via email, with the responding employ- they feel is the least preferred. In this study, ees including a range of individuals, such as we turned points into four different rank- logistics, and manag- ings. Respondents ranked statements from 1 ers, and dispatchers. In total, we contacted (most similar to their company) to 4 (least more than 1300 employees in the field of similar to their company). This is a validat- general logistics, since our goal was to ed research method to assess the organiza- identify the overall culture of the Slovenian tional culture, which is, also, user-friendly, logistics sector. The survey was adminis- not time-consuming, and widely used in re- tered online in June and July 2019 and was search (OCAI online, 2019). completed by 114 respondents, from dif- ferent companies in the Slovenian logistics This questionnaire covers six dimen- sector. sions (Cameron and Quinn, 2011):

The main research question was: Is the • First, participants evaluate the domi- type of organizational culture correlated to nant characteristics of the organization. employee satisfaction in Slovenian logistics This dimension includes employee af- sector and to what extent? filiation, team-orientation, creativity, dynamics of the organization, future direction of the organization, relation- 2.2. Data collection ships between employees and how The questionnaire was designed in the much emphasis is placed on the effec- 1Ka web application. We divided it into tiveness of the organization. three parts. The first part consists of demo- • The second dimension represents graphic questions. The second part is relat- the understanding of leadership. ed to organizational culture and is based on Respondents assess whether leader- the questionnaire, developed by Cameron ship is directed toward mentoring, in- and Quinn at the University of Michigan, novation, entrepreneurship, aggres- referred to as The Organizational Culture sive orientation, or coordination and Assessment Instrument (OCAI online, organization. 2019). In the original questionnaire, re- spondents are asked to distribute 100 points • The third dimension covers manage- across four given statements, for each of six ment of employees. This dimension different organizational aspects (dominant evaluates whether the work is group or characteristics, organizational leadership, individual; if employees compete with management of employees, organizational each other and whether stable and se- glue, strategic emphases, and criteria of cure relationships are developed. success). In the first part, they are instructed • In the fourth dimension, the involve- to assign the highest number of points to ment of employees is considered.

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Respondents evaluate the quality of re- (Kozlovič et.al, 2012). The respondents rat- lationships and the “glue” holding the ed all statements about employee satisfac- employees in the organization together. tion on a five-level scale (with 1 denoting These relationships can be based on total dissatisfaction and 5 total satisfaction). loyalty and mutual trust, innovation and development, achievement, or for- The internal consistency of the question- mal rules and . naire has been measured by the Cronbach alpha test, with an acceptable result of • The fifth dimension was the assessment 0.711. of strategic emphasis. These factors are employee trust and participation, focus We analyzed all data with IBM SPSS on growth and new challenges, com- software, version 25. We merged statements petitive actions, or the continued and about different types of culture (i.e. vari- stable operation of the organization. ables, related to each type of organizational culture), according to the literature review. • The sixth dimension is the criteria for defining the success of an organization. The items used include the focus on human resources, vs. achieving market 3. RESULTS leadership with innovation, competitive The total number of 114 respondents actions, or the efficiency of operation. from different companies in the Slovenian Each of these dimensions of organiza- logistics sector participated in the survey. tional culture consisted of four statements, 60.5% were male and 39.5% female. Most with each statement representing a spe- of them were in the age group 26-35, i.e. cific type of organizational culture (clan, 36.8% of respondents; followed by the age adhocracy, market, and hierarchy). In the group between 36 and 45, i.e. 31.6% of re- first column, respondents ranked state- spondents; in the group of 46 years or more, ments from 1 to 4, starting with the rank, 28.1% and 3.5% of respondents were which best describes their organizational younger than 25 years. As many as 64.9% culture (1) to the one that describes it the of respondents have at least a university least (4). In the second column, they ranked degree or more; followed by post-second- statements from 1 to 4, from the most de- ary education, i.e. 18.4% of respondents sired (preferred) to the least desired (pre- and 16.7% of respondents with completed ferred). By analyzing these rankings, we secondary education. There were no re- were able to identify the dominant culture spondents with vocational training, or lower in the Slovenian logistics sector and the education among. The ratio between mana- culture, which would be preferred by the gerial and other positions was fairly uni- respondents. In the third part, we measured form: 53.5% of managerial positions and employee satisfaction with the already ex- 46.5% of other positions. All Slovenian re- isting questionnaire, developed by Mihalič gions were covered by the research. (2008). The questionnaire measures em- ployee satisfaction with work and the work- Out of the 114 surveyed, 40.4% are place. We chose this questionnaire, because employees of large companies. 26.3% it gives an insight into the general level of work in middle-sized companies. 26.3% in employee satisfaction and includes all im- small companies. and 7% in micro- portant employee satisfaction elements companies. Most of the respondents (35 respondents) work in distribution logistics,

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26 respondents in purchasing logistics, and 3.1. Dominant organizational culture 23 of them chose the answer “other” (i.e. Due to using ranks of 1 to 4, a lower transportation, marketing, management, rank denotes dominant culture, while a covering the entire , and con- higher rank means that the type of culture sulting). 16 respondents had a job in pro- is present marginally. Table 1 shows the duction logistics, 12 in after-sales, and 2 in average score for each type of existing and dispatch logistics. Therefore, different areas desirable culture. The following subsections of logistics, all types of organizations, and describe each dimension in more detail. all Slovenian regions were covered by the sample.

Table 1. The average score of existing and desirable culture Clan Adhocracy Market Hierarchy (current) (desired) (current) (desired) (current) (desired) (current) (desired) Average 2.4 1.8 2.7 2.4 2.5 3.0 2.4 2.9 Source: Authors

3.1.1. Dominant characteristics 3.1.2. Organizational leadership In the first dimension (Table 2), we were In the context of organizational leader- interested in which attributes dominate in ship (Table 3), hierarchical culture, with the organization. The current situation has an average of 2.3, is found to be currently identified the clan type as the dominant dominant. Such leadership is understood culture, with an average of 2.2. This means as focusing on coordination and organ- that the prevailing atmosphere is personal, izing, i.e. on an established way of work- the employees understand each other, they ing. Respondents would desire guidance, are open-minded and the atmosphere is sim- as represented by clan culture, with an av- ilar to that of an extended family. In the fu- erage of 1.9., which would be focusing on ture, respondents desire this type of culture mentoring, assistance, and counselling. The even more strongly (1.9). The least present least present, with an average of 2.8, and (2.8) and also unwanted (3.3) is the hierar- even less desired (3.3) is the type of mar- chy type. Employees do not want structure, ket culture, which means that respondents formality, and control. don’t want aggressive and results-oriented leadership. Table 2. Dominant culture characteristics Table 3. Organizational leadership Current Desired Clan 2.2 1.9 Current Desired Adhocracy 2.6 2.3 Clan 2.4 1.9 Market 2.4 2.6 Adhocracy 2.5 2.3 Hierarchy 2.8 3.3 Market 2.8 3.3 Source: Authors Hierarchy 2.3 2.5 Source: Authors

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3.1.3 Employee management 3.1.5. Strategic emphases The results show that the dominant From the strategic point of view (Table (with an average of 2.1), as well as most 6), for the responding companies, the most desired (1.6), in the dimension of employee important are the leading position in the mar- management, is the clan culture type (Table ket and the competitive performance (market 4). In this type of culture, employee man- culture - 2.2). The least emphasis is placed on agement represents teamwork, consensus, employee development, cooperation, and trust and . Respondents indicated (clan culture – 2.8), as well as to recruiting, the market culture as the least present (2.9), innovating, and creating new challenges (ad- as well as undesired (3.1), which means hocracy culture – 2.8). The most desired is the that they do not want competition and high type of clan culture (1.9), which means that achievement requirements. respondents want confidence, cooperation, and development, instead of what currently Table 4. Management of employees determines the current situation in companies. Current Desired Competitiveness and market success are not Clan 2.1 1.6 desired (market culture – 2.8), nor sustain- ability and stability (hierarchy culture – 2.8). Adhocracy 2.5 2.3 In this dimension, the current and the desired Market 2.9 3.1 state of affairs were most opposed. Hierarchy 2.4 3 Table 6. Strategic emphases Source: Authors Current Desired 3.1.4. Organizational glue Clan 2.8 1.9 Regarding the organizational glue, i.e. Adhocracy 2.8 2.5 involvement of employees (Table 5), the Market 2.2 2.8 current state indicates the clan culture as Hierarchy 2.3 2.8 dominant (2.2), being, also, the most de- sired one, with an average of 1.5. What Source: Authors binds companies together is loyalty and trust. Respondents are associated with their 3.1.6. Criteria of success companies and wish to . The least desired The last assessed dimension of organi- according to the results is the type of mar- zational culture was related to the criteria ket culture (3.2), which means that respond- for success (Table 7). It turned out that the ents do not want a connection based on a hierarchy culture (with the score of 2.1) was drive for achievement and winning. dominant in this respect, with companies, defining success, based on efficiency, accu- Table 5. Organizational Glue racy, and low costs. According to respond- ents, companies attach less importance to Current Desired development and the development of Clan 2.2 1.5 new products. Respondents desire the crite- Adhocracy 2.7 2.3 ria of success to be the promotion and de- Market 2.7 3.2 velopment of staff, the care and dedication of employees and the introduction of team- Hierarchy 2.4 3 work as a benchmark of success (clan cul- Source: Authors ture – 1.9).

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Table 7. Criteria of success states of organizational culture. There is a Current Desired weak (r < 0.30) and statistically significant (Field, 2013) positive correlation between Clan 2.7 1.9 the current and desired state of the organi- Adhocracy 2.8 2.6 zational culture. For all types of organiza- Market 2.3 2.9 tional culture, a pattern emerges, indicat- Hierarchy 2.1 2.6 ing that respondents are even more eager to keep and promote the currently present type Source: Authors of culture. From a theoretical point of view, this can be explained by to the fact that 3.1.7. Correlation between the current people internalize the culture in which they and desired state of the culture type work and take it for granted. Table 8 shows the Pearson correlation coefficients for the current and preferred Table 8. Correlation between the present and desired state of organizational culture (Pearson coefficient) Current vs. Desired Clan Adhocracy Market Hierarchy Clan 0.326** -0.180 -0.120 -0.109 Adhocracy 0.073 0.258** -0.143 -0.175 Market -0.294** 0.082 0.355** -0.058 Hierarchy -0.159 -0.060 -0.098 0.322** Notes: ** p < 0,01 Source: Authors 3.2. Employee satisfaction ranked as second. Work environment and working conditions are ranked as third, fol- The range of satisfaction (Figure 1) in lowed by the quality of occupational health the survey was, on average, between the and the types of work assignments, received values of 3.2 and 4.3, which is in the up- by respondents. According to empirical re- per half, as the statements were ranked, sults, we can conclude that companies do by using the scale of 1 to 5. Respondents not pay enough attention to the professional expressed their greatest satisfaction with development of employees, as well as to working hours. Since 54% of the manage- different forms of their motivation, promo- rial staff participated in the survey, we can tion opportunities, and the intensity of the assume that they have free weekends and received reward. The highest level of dis- their working hours are mostly in the morn- satisfaction was expressed in the statement, ing. Satisfaction with the co-workers, with related to the , performed whom the respondents closely cooperate, is by the supervisor.

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Figure 1. Employee satisfaction

Source: Authors

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3.3. Correlation between (0.30 < r < 0.70; Field, 2013). As respond- organizational culture and ents ranked characteristics (types) of organ- employee satisfaction izational culture, by giving the rank of 1 to the dominant, or the most desirable type of Data were statistically processed by us- culture, and the rank of 4 to the least pre- ing the SPSS statistical software. To obtain sent, or least desirable type of culture, a the results of the association between the negative correlation can be interpreted in variables, we used the bivariate statistical terms of greater employee satisfaction with analysis, by computing the Pearson’s corre- the dominant culture. This means that clan lation coefficient. culture influences satisfaction and that em- ployees, belonging to the clan culture, are In Table 9, results of the correlation be- more satisfied. Correlation between - mar tween organizational culture types and em- ket and hierarchical cultures and employee ployee satisfaction are presented. There is a satisfaction are positive, statistically sig- statistically significant correlation between nificant and of medium strength (0.30 < the three types of culture (clan, market, r < 0.70; Field, 2013), which can be inter- and hierarchy) and employee satisfaction. preted in terms of market and hierarchy cul- Correlation between the clan culture and ture dominance, leading to less employee employee satisfaction is negative, statisti- satisfaction. cally significant and of medium strength Table 9. Pearson coefficients of correlation between culture type and satisfaction Clan Adhocracy Market Hierarchy Satisfaction Satisfaction -0.592** -0.024 0.416** 0.321** 1 Notes: ** p < 0,01 Source: Authors

Table 10 presents the correlations be- statements of satisfaction. This can be in- tween organizational culture types and in- terpreted in terms of the dominant clan cul- dividual statements, related to employee ture, leading to greater employee satisfac- satisfaction. In the clan culture, there is a tion in almost all of its areas (as measured negative and statistically significant corre- by items, presented in Table 10). lation of medium strength, with almost all Table 10. Pearson coefficients of correlation of culture type with individual claims Clan Adhocr. Market Hierar. The type of jobs and tasks I receive. -0.305** 0.127 0.196* 0.078 The close co-workers, I work with. -0.219* 0.102 0.096 0.092 The educational opportunities I have. -0.475** -0.112 0.290** 0.370** A way of managing my superior. -0.528** 0.013 0.360** 0.271** Working hours assigned to me. -0.217* -0.043 0.149 0.147 The amount and volume of work and tasks I receive. -0.304** 0.084 0.137 0.167 Payment I receive for work. -0.338** -0.097 0.377** 0.108 The level of safety and security of my job. -0.325** -0.065 0.284** 0.160 The progression options I have. -0.491** -0.062 0.379** 0.264**

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Demonstrated efforts for my professional -0.540** -0.125 0.407** 0.343** development. Effectiveness of occupational health. -0.354** -0.025 0.299** 0.150 The intensity of the rewards I received. -0.415** -0.074 0.290** 0.270** The workspace I work in. -0.301** 0.129 0.192* 0.074 The creative work opportunities I have. -0.460** 0.043 0.304** 0.222* The feedback I received. -0.491** -0.003 0.332** 0.267** Ethics and professionalism in the organization. -0.602** -0.085 0.437** 0.358** The physical and working conditions I have. -0.219* 0.140 0.150 0.010 Implementation of discipline, order, and rules in the -0.408** -0.021 0.292** 0.220* organization. The competency development opportunities I have. -0.541** 0.054 0.339** 0.275** Care about my well-being, which I get. -0.547** -0.092 0.388** 0.346** Challenges I have at work. -0.387** 0.017 0.232* 0.224* The forms of motivation I get. -0.508** -0.157 0.350** 0.385** Notes: * p < 0.05 ** p < 0.01 Source: Authors The strongest correlation was found significant correlation of medium strength in the respondents’ satisfaction with the with five items of employee satisfaction. ethics and professionalism of the organi- This also indicates dissatisfaction of em- zations, their well-being, professional ployees in this type of culture. development, and the ability to develop competencies. There is a positive and sta- We also analyzed the type of culture, tistically significant, but weak correlation in relation to the company size category. of the market culture and the five satisfac- Clan culture type dominant in micro-com- tion items, as well as a positive correlation panies and least present in medium-sized of a moderate strength with ten items. This companies. Because of a very friendly means that companies, with the predomi- working environment, where factors, nant market culture have most dissatis- such as relationships, morale, participa- fied employees. The strongest correlation tion, and consensus take central place, is perceived in ethics and professional- clan culture is typical for micro and small ism and in the quest for the professional companies, which can explain a part of development of the respondents, which is the empirical results in this research. The exactly the opposite of the clan culture. In market culture is dominant in medium- the market and hierarchy cultures, analy- sized companies and least in micro-com- sis shows statistically positive correla- panies. The hierarchy culture is dominant tions, which, in our case, denotes a higher in medium-sized companies and least in level of dissatisfaction. The hierarchy micro-companies. This result is, also, rea- culture type is positively and statistically sonable because a hierarchy type of cul- significantly correlated with five items ture is present in work environments that of employee satisfaction, although the are more structured and process-orient- strength of the association is weak. In ad- ed, which is both typical and required in dition, there is a positive and statistically large companies.

176 Management, Vol. 25, 2020, No. 2, pp. 165-180 M. Čuček, S. M. Kač: ORGANIZATIONAL CULTURE IN LOGISTICS SECTOR ...

4. DISCUSSION important message to the managers in logis- tics, especially the top management. The main research question was: Is the type of organizational culture in correlation with employee satisfaction in Slovenian lo- gistics sector and to what extent? 5. CONCLUSION

Our research results indicate that the This study defines organizational cul- type of organizational culture is correlated ture and its types according to Cameron with employee satisfaction. More specifi- and Quinn (2011). Furthermore, our main cally, the findings have shown that employ- purpose was to discuss the potential asso- ees, in a company with the clan culture ciation between different organizational cul- type, are more satisfied at work than em- ture types and the employee satisfaction in ployees in the other three types of culture. the Slovenian logistics sector. The research No statistically significant correlation was results show that, on average, the dominant detected with the adhocracy culture type. types of the existing culture are the clan and However, a statistically significant positive hierarchical culture (with an average value relationship of medium strength was de- of 2.4). Respondents chose the clan culture tected for the market and hierarchy culture type (with a value of 1.8) as the most de- types, which can be interpreted in terms of sired one. According to the results of the employees, being more dissatisfied with survey, the key questions, addressed by the their work, in companies with this type research, can be confirmed, as the type of of culture. The findings of Lund’s (2003) organizational culture influences the satis- study show a positive relationship between faction of employees in the Slovenian lo- the clan and adhocracy culture types and gistics sector. It can be argued that employ- employee satisfaction, which is, also, the ees in the Slovenian logistics sector are the case in this study, where positive correla- most dissatisfied with the market culture tions are found with the clan type and no type. Dissatisfaction is, therefore, related correlation with the adhocracy type of cul- to being competitive, emphasizing targets, ture. In addition, we tested Silverthorne’s working to deadlines, and pressure to get (2004) finding on employees, being more things done. In analyzing the results, it can satisfied in organizations with mutual sup- be observed that the largest proportion of port, than in organizations, dominated by participants are involved in distribution lo- innovation and even less hierarchy. Our gistics, where decision-makers must make finding supports this hypothesis, as the em- critical decisions and thus gain competitive- pirical results show that employees with a ness. The most satisfied are those, who de- clan culture are the most satisfied. fined the culture of the organization as the clan type, which represents the family type An organizational culture cannot be of culture. Our results also indicate that the simply described as a good or a bad one, clan and hierarchy organizational culture since each type influences organizational types are dominant in the Slovenian logis- functioning differently. However, all our tics sector. In this study, respondents have research data and analysis show that the expressed their preference for the clan type type of organizational culture is correlat- culture, which, in turn, leads to the highest ed with the employee satisfaction level in level of satisfaction. The employee satis- the Slovenian logistics sector, which is an faction items have shown that employees in the Slovenian logistics sector are most

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ORGANIZACIJSKA KULTURA U SEKTORU LOGISTIKE I NJENA POVEZANOST SA ZADOVOLJSTVOM ZAPOSLENIKA

Sažetak Cilj ovog istraživanja je analizirati organizacijsku kulturu i utjecaj njenih različitih tipova na za- dovoljstvo zaposlenika u slovenskom sektoru logistike. Logistički je sektor orijentiran na usluge, zbog čega je utjecaj zadovoljstva zaposlenika na kvalitetu logističke usluge još važnija, negoli je to u op- ćim uvjetima. Za potrebe ovog istraživanja, provedena je anketa, zasnovana na instrumentu OCAI za utvrđivanje organizacijske kulture te anketi za utvrđivanje zadovoljstva zaposlenika. Rezultati istraživanja pokazuju da organizacijska kultura u slovenskom sektoru logistike utječe na zadovoljstvo zaposlenika. Također se može utvrditi tip kulture, koja utječe na zado-voljstvo, pri čemu u slovenskom logističkom sektoru prevladavaju tipovi klanske i hijerarhijske kulture. Zaposlenici preferiraju klansku kulturu, koja vodi prema najvišoj razini njihovog zadovoljstva. Može se argumentirati da su zaposlenici u slovenskom logističkom sektoru najnezadovoljniji tržišnim oblikom organizacijske kulture.

Ključne riječi: organizacijska kultura, zadovoljstvo zaposlenika, tipologija organizacijske kulture, OCAI

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